Leadership And Management of PURA Samples †MyAssignmenthelp.com

Question: Discuss about the Leadership And Management of PURA. Answer: Introduction The PURA is a leading civil engineering firm that has been in the business for almost 30 years in Brisbane. The company has two multi story office sites with the 18 staff member. PURA software development team has become increasingly profitable part of the organization over the last few years. Hence, the board of PURA have decided to spin-off the work unit as a whole, and establish it as a stand-alone business entity named "PURA-IT". Summary of the Change That Is To Occur The Board has made few strategic decisions for new work environment of PURA-IT. The team has to work from the new site instead of home office, the staffs has to sign the new employment contract for only 12 months, not a permanent employee status that they currently have. However the staff entitlements and employment accruals will carry over to new organisation. The staff in the software development team will have a choice to move to the PURA-IT, or remain with PURA and be redeployed to another department. Identify the needs of affected groups (both internal and external to the work team) and general concerns of the team The stakeholder analysis helps in identifying the internal and external stakeholder and their direct or indirect impact of the change (Reed et. al., 2009). The affected groups (both internal and external) of the organisation are: Some of the needs and concerns have been identified during the group meeting are listed below: Concerns of PURA Engineering employees The employees of PURA software have the fixed work time practices and formal attire as of PURA software development team therefore some friction is identified amongst employees. Concerns and needs of PURA-IT employees in adapting new work environment and practices Job Insecurity changing the employment conditions from permanent to contact of 12 months. Work practices - changing the work practices, work allocation and work environment such as no more job sharing, work from home, no flexible hours and time off in lieu, work from home, and casual work attire. Moving to the new location, adjustments psychologically in new work environment. Need to start working from new location in 10 days Risk management Review therisk management approaches for this type of change, including the need for any adaptations to the standard operating procedures. Every change is subjected to risk, the risk assessment on the change process in PURA-IT helps in identifying the potential risk/ barrier and its impact on the performance of the organisation. The mitigation strategy such as training plan and communication plan must be designed accordingly to mitigate or eliminate the risk (Saunders, Allen, 2010). Risk Management Plan Risk/ Barriers Impact Strategy Insecurity of losing job after 12 months High Communication Plan Not accepting the contract status High Communication Plan Failure of adjustments in new work environment and work practices High Communication Plan and Training Plan Resistance in revised policies procedures High Communication Plan Feeling less secure working for small organisation High Communication Plan and Training Plan Not motivated and productive for the new company High Communication Plan and Training Plan In order to ensure the change will not have the great impact on the performance of the company. The Risk Management model (appendix A), should be adopted within the organisation. It signifies the importance of the consultation, communication and inclusivity of all the staff members to assist in identifying, asses, and control the risk and its impact on the organisation (Goh, Lim, Meng, 2007). Standard operating procedure Standard operating procedure (SOP) are the written instructions intended to document how to perform a routine activity (Study.com). SOPs are policies, procedures and standards you need in the operations and administration disciplines within your business to ensure success (Moquet, Barnard, HornHPA, 2011). The adaption to the standard operating procedure in PURA-IT is needed to formulate the quality, consistency and reliability in operations, product delivery and services. Conclusion and Recommendations Review and describe improvements or ideas the team has put forward, particularly as concerns the policy and procedures for the new entity, new technologies that could be useful and feedback about workspace and work environment creation. There were some resistance amongst employees on the policies and procedures especially with flexible work practices and causal staff attire. The group meeting held up for explaining the purpose of change in work practice in order to minimise the friction between the external staff of PURA-IT. The meeting also explains the importance of making the consistent policies and procedures throughout the PURA Engineering and PURA-IT. However the work life balance policy offers the employee some flexibility and creates a balance in home and office (Wiese, 2015). Moreover, the team has provided their valuable inputs and suggestions on policies and procedures like making casual attire on Fridays. As a part of change, staffs have recommended, the new technologies, for instance; large touch screens and other device in common area etc., may be added into the PURA-IT office in order to improve the team workflow. The workspace have not been yet fitted out, the team has come up with some innovative ideas for the layout of the new office. They also have drawn their performance KPI in conjunction with the team manager (Baars, 2007). Consequently ,staff is agreed on the revised set of policies, procedures work practices and fully motivated and excited to start the operation from the new office for 12months and confident to make PURA-IT the cohesive team . The staffs are aiming to make the company and the leading software development company. The decision and process to be used in managing are: Training Plan Organizational Change based on Teamwork Resistance Creating Commitment from Employees Incentives Organizational Development and Change through a Teamwork Perspective: Accepting shared purpose and responsibility for interdependent tasks enhances coordination, commitment, and creativity and supports outstanding performance. The improvement is 1) Work team: Sharing responsibilities, developing various skills where motivation and quality are enhanced. 2) Product development team: Speed to market innovation is enhanced while costs involved and rework is decreased. 3) Problem-solving team: Bringing employees from multiple functions, problems affiliated with cross-functional interactions can be addressed.4)Project management team: Multiple functions of the value chain are related in order to improved quality, coordination and customer satisfaction. We focus on behaviors and typically involve role-playing and feedback. Allows to model the behaviors the organization is seeking to have from their employees. Occurs in a protected environment, allowing employees to experiment with new behaviors. These changes will assist me because to help makes the performance better. I believe that the effect on the business and my colleagues can be accommodated by improving that. I am happy to discuss this matter at a time that is convenient. I am willing to discuss possible alternatives to the arrangements I have outlined and I am also willing to work with you to make sure that this arrangement works eectively for both the business and me. Yours sincerely, PURA-IT Team leader Sira Pakpiromdee References Baars, B.J., 2007. The global workspace theory of consciousness.The Blackwell companion to consciousness, pp.227-242. Goh, M., Lim, J.Y. and Meng, F., 2007. A stochastic model for risk management in global supply chain networks.European Journal of Operational Research,182(1), pp.164-173. Reed, M.S., Graves, A., Dandy, N., Posthumus, H., Hubacek, K., Morris, J., Prell, C., Quinn, C.H. and Stringer, L.C., 2009. Who's in and why? A typology of stakeholder analysis methods fornatural resource management.Journal of environmental management,90(5), pp.1933-1949. Saunders, A. and Allen, L., 2010.Credit risk management in and out of the financial crisis: new approaches to value at risk and other paradigms(Vol. 528). John Wiley Sons. This, S.O.P., Moquet, J., Barnard, S. and HornHPA, S., 2011. Standard Operating Procedure (SOP). Wiese, B.S., 2015. Work-life-balance. InWirtschaftspsychologie(pp. 227-244). Springer Berlin Heidelberg.